CONTRACTS MANAGER

Raytheon Technologies / March 2022 - November 2022

  • Managed multiple DoD contracts in specialized procurement areas to ensure required deliverables met quality and schedule demands desired by the customer.

  • Instrumental in decreasing the number of backlogged work items from over 50 to six in the span of five months while also addressing current workload. This was performed when our contracts team was at 50% strength.

  • Met with all relevant stakeholders on a weekly basis to discuss open actions and future actions. These meetings were instrumental in allowing the team to adequately plan and prioritize upcoming critical changes.

  • Standardized correspondence to ensure all communications with the customer base was received in the correct format. Prior to this, multiple formats were used which did not exude the proper professionalism needed for the organization.

  • Reviewed and provided comment on contractual issues concerning deviations from the printed requirements. Worked with engineers and managers inside organization, as well as the customer, on how best to adjudicate the issues.

  • Collaborated with the program manager and engineers to identify cost and schedule risks across the multi-program spectrum within the department and minimize their impact.

  • Managed the successful upgrade and deployment of a new tracking system for all contractual tasks within the team. This was done without cost accumulations and without any security incidents. This provided the Leadership Team with objective metrics displaying actual workload.

  • Partnered with members of cross-functional teams to process approximately 15-20 contract actions per month.

  • Evaluated existing contracts and brought them in-line and up to date with current requirements and provided business perspective on desired modifications.

  • Analyzed all financial adjustments to 4 ongoing contracts and corrected discrepancies in order to provide an accurate standing of available funding. This fixed items that were overlooked for months.

  • Created procedures to be used by incoming individuals new to the program which allowed them to become acclimated faster and bring them up to speed. This eliminated the downtime required for training by approximately 40%.

PROGRAM MANAGER

L3Harris / August 2020 - January 2022

  • Directly responsible for the acquisition for the mission systems to be utilized in the final deliverable product. This included associated hardware, software, and support for lifetime sustainment of the craft.

  • Collaborated with five associated program managers and project engineers to identify risks across the multi-program spectrum within the department and for $86 million program. These risks were assigned mitigation and mitigation schedules to limit their impact if they were realized.

  • Attend and participate in specific deliverable meetings to ensure proper communication between separate sections of the program, the respectful suppliers, as well as the Program Management Office (PMO). This is done to ensure issue that arise are well-documented and dealt with quickly and effectively.

  • Coordinated with multiple function leaders in a matrix organization to ensure required deliverables met quality and schedule demands. Managed man-hour budget for 16 discrete activities to provide maximum productivity and keep the program within cost and schedule limitations.

  • Partnered with members of cross-functional teams and external suppliers to meet required deliverable timeframe. Presently, I am fluidly managing three external international suppliers and two internal suppliers that are external to my program.

  • Analyzed, evaluated, and produced program reports for upper management, customer, as well as other stakeholders internal and external to the company. This included documents required on Contract Data Requirements Lists (CDRLs) and Subcontract Data Requirements Lists (SDRLs) per agreed-to contracts.

  • Perform process improvement analysis on a near-continuous basis. I accomplish this through fully understanding the issue at hand and determining a possibility that is more efficient or less costly

SUPERVISORY CONTRACTING OFFICER

U.S. Navy Supervisor of Shipbuilding, Gulf Coast / May 2015 - August 2020

  • Coordinated contract administration functions and participated on two staffing boards for Naval Sea Systems Command (NAVSEA) organization. Handled contract modifications and other administrative methods for 4-7 separate contracts concurrently. This included entitlement for insurance and other claims, justification for un-priced contract changes, as well as closeout actions which averaged between 10-24 transactions and $3B per year.

  • Administered contracts varying in value from $80M for barges to $2B for the Polar Security Cutter

  • Researched, processed, and approved approximately 40 contract modifications per year; proposed plans which maximized efficiency; projected savings of $20K annually in overtime expenditures

  • Conducted cost and price analysis on proposed contract modifications to ensure changes were fair and reasonable; warranted to $3M contracts or contract modifications

  • Directly responsible to the Policy Lead for the generation of 11 Standard Operating Procedures. Was also responsible for the tracking and routing of SOP changes. These SOP’s brought sweeping changes to Code 400 by streamlining archaic processes.

  • Prepared briefs for presentation to the Commanding Officer dealing with various operations from Standard Operating Procedure development to Contract Closeout status.

  • Waterfront Change Process Team Member. This team was designed to engineer a process to expedite deck plate, work items which are within scope and of small dollar value. We accomplished this by designating a Project Office Representative with the applicable technical background and skill to support the Administrative Contracting Officer in core functions of developing independent estimates, verifying available funding, and documenting technical scope.

  • Instrumental in restarting the contract closeout procedures at Supervisor of Shipbuilding Gulf Coast. This process had not been done in sufficient detail for over 10 years. I effectively communicated with all departments across the command in order to determine where each of 63 finished contracts stood.

  • Developed a teaming relationship with Huntington Ingalls in coordinating contract closeouts. No barriers existed between the government and the contractor while performing this monumental task.

  • Led a team of five individuals from diverse backgrounds in the command in driving down the number of open finished contracts. Our pace exceeded NAVSEA’s goal of closing 5% of open contracts per year.

  • Effectively revised and brought current old instructions that affected day-to-day operations at the command. Worked with all codes and departments to ensure we were following the correct methodologies prior to codifying in command instructions. Most notably were the documents that determined who could sign the DD Form 250 for ship delivery.

  • Member of the Technical Support Management (TSM) Configuration Control Board. Interacted with all departments across the command to enhance the functionality of the TSM application. Most notably was the addition of all contracting personnel to the TSM roles for the tracking of contract modifications and other processes.

Work Experience

PROJECT OFFICER

U.S. Navy Supervisor of Shipbuilding, Gulf Coast / June 2012 - August 2015

  • Directly responsible to the Program Managers Representative (PMR) at Vision Technologies - Halter Marine (VTHM) for the proper management, technical control, and effective contract administration of the four (4) Egyptian Navy Fast Missile Crafts (EN-FMC) valued at $850 million.

  • Provide contract administration in accordance with program management direction and established Supervisor of Shipbuilding (SUPSHIP) procedures. Responsive to the management and technical direction received from the Program Office (PMS-325) at Naval Sea Systems Command (NAVSEA), and yet responsible to SUPSHIP Gulf Coast for effective contract administration.

  • Provided continuity and on-site technical consultations in all disciplines associated with the construction, conversion, and/or repair of all four Egyptian Navy Fast Missile Crafts. Coordinated with Engineering, Quality Assurance, and other separate codes within SUPSHIP to facilitate progress monitoring of the following: design, inspections, trials/delivery, scheduling, procurement, funds monitoring, cost control, and cost change negotiations.

  • Conducted program management reviews, evaluated compliance with policies objectives and standards, overall effectiveness of operations, and provided assistance in the solution of specific management and technical problems. In addition, recommended plan improvements in organizational structure, manpower, staffing, training, procedures, methods, and facilities.

  • Evaluated the changes to schedule and cost generated by contract changes and modifications. This included unadjudicated changes, claims, potential claims involving delay, performance against budgets/allowances, and performance against schedules.

  • Prepared and presented weekly status reports to the Supervisor of Shipbuilding. Also prepared and presented Quarterly Program Reviews to NAVSEA’s Program Manager and the Supervisor of Shipbuilding. Kept an up-to-date status of all contractual actions in work and provided biweekly updates to the NAVSEA Program Office.

  • Oversaw the technical and financial review progress payments for the EN/FMC contract. Made recommendations on the amount due to the contractor based on progress achieved.

  • Evaluated subordinates work performance, approved leave, and solved problems related to work supervised. This included evaluating plans, schedules, and coordinated work operations; heard and resolved employee complaints.

U.S. NAVAL OFFICER - ENGINEERING DUTY OFFICER (EDO)

U.S. Navy Supervisor of Shipbuilding, Gulf Coast / March 2008 - June 2012

  • Consistently sought out by upper management for assignment to short-fused projects. This led to the development of outstanding leadership and ability to bring stability to a project’s schedule and budget.

  • Presented clear and concise messages to government/contractor teams. Routinely briefed decision makers (Flag/Executive level) on multimillion dollar issues. Wrote and presented quarterly production and test presentations for various projects.

  • Evaluated contractor’s system, comparing to government’s physical progress, and authorizing progress payments in multimillion dollar programs. Related metrics from Earned Value Management (EVM) system to production status on key jobs helping contractor improve progress

  • Proven and demonstrated first-rate leadership capabilities. This has been validated by being assigned to, and successful with, high impact projects. Examples are the YP project, LPD, LHD, and T-AGM 25. In each, I shortened the time to delivery by at least 10%

  • Test Officer - USS Makin Island (LHD-8)

  • Managed 50% of the testing during the construction of this $3.5 Billion program ensuring all the remaining testing was complete ahead of schedule and below cost, saving the taxpayers approximately $20 Million.

  • Led a team of eight (8) core test members and 23 contractor personnel in the driving down the number of open test items during construction resulting in only 13 open tests at delivery which was the lowest number of any ship in her class.

  • Provided critical waterfront oversight of the prime contractor in the construction, test, and trials ensuring the program held to their schedule and budget translating to effective use of taxpayer dollars.

  • Took the lessons learned this program and assisted in a new ship class test plan centered on system completion vice compartment completion (Build-to-Test).

  • Deputy Program Manager Representative - Naval Academy Training Craft (YP-703) and Follow

  • Oversaw the production, testing, and trials for the United States Naval Academy (USNA) replacement training craft. The first copy of this $50 million project was delivered ahead of its schedule track by four months. Lessons learned from this copy were effectively employed on follow-on craft to shorten the schedule and reduce its cost by $1 million per copy.

  • On one of my assigned contracts, totaling $50 million, I streamlined communications between the program office and the prime contractor. Due to this the trials agenda and execution were perfected resulting in an outstanding acceptance trial for the lead class of the craft

  • Deputy Program Manager Representative - Egyptian Navy - Fast Missile Craft (Four Copies)

  • Prepared presentations and participated in Quarterly Program Reviews, Production Readiness Reviews, and Ship Planning Production Conferences. Briefed upper echelon on the status of programs in execution and planned execution of future programs.

  • Developed and fostered relationships with the Egyptian Navy while administering the program building four fast missile crafts for their navy. This had far reaching impacts in our dealings with Egypt as demonstrated by our streamlining of problem resolution.

  • Ship Superintendent - USS San Diego (LPD22)

  • Responsible for the oversight of the overall ship's construction. Ensured that production efforts continued smoothly and addressed any possible problem areas. This directly contributed to LPD22 receiving the highest Acceptance Trial score in the history of the program.

  • Reviewed over 400 test and trials procedures covering six critical areas. This ensured when the ship would begin trials, there were few, if any, issues with the execution of the events. The success rate of the events due to these reviews was over 92%.

  • Deputy Project Officer - USNS Howard O. Lorenzen (T-AGM-25)

  • Instrumental in crafting the solution to excess current draw for the anchor retrieval system. This directly contributed to the ship passing the required anchor retrieval times demanded by American Bureau of Shipping (ABS) resulting in delivery of the ship.

  • Provided critical analysis of the rudder angle indicator system pinpointing the failed circuit board. The rapid determination allowed the ship to get underway with only a two-day delay rather than a one-week delay.

U.S. NAVAL OFFICER - HUMAN RESOURCES

U.S. Navy Manpower Analysis Center / May 2006 - March 2008

  • Determined the Navy’s workforce requirements to sustain a combat ready force and maintained oversight of the 642,000 job positions in the Navy’s 5932 Unit Identification Codes (commands). Produced sea and shore manpower documents, established, and maintained officer and enlisted skills (NEC’s, NOBC’s, and ratings)

  • Oversaw the creation, revision, and deletion of 183 Navy Job Classification Codes (NEC's) and seven occupation mergers/disestablishments. This paved the way for the realignment of naval job requirements to match those of their civilian counterparts through matching of knowledge, skills, and abilities (KSA's).

  • Sustained high team motivation throughout several short-fused projects. This was done by striving for a balance between processes, people, and purpose. In addition, my division met all deadlines ahead of schedule even during a manning shortage

  • Oversaw the creation of the $3 million Enlisted portion of the Sea Warrior Program (Sea Warrior is an all-inclusive personnel system designed to match a person’s skills with the right job and help mold those skills through interactive career management). This ensured the right person went to the right job at the right time which reduced manpower movement costs by 20%.

  • Conducted feasibility analyses for enlisted rating mergers and disestablishments. Through this validation procedure, selected mergers were enacted and saved the taxpayer over $125 million per year in excess training costs.

  • Streamlined the Department of Defense competency based Total Force initiative across the 17 stakeholders from OPNAV to the Centers of Learning to the Community Managers. This was done by creating a database to reflect all desired changes and the removal of redundant work. This reduced the process time from over 18 months to approximately 5 months.

  • Validated the accurate reflection of the rating structure and specialty skills of the Navy’s enlisted force. This also allowed commands to request and receive the correct skill set from those reporting aboard. This gave the requisite Commands increased abilities from their manpower even when at 80% strength.

  • Instituted the creation of the 26 Iraq/Afghanistan War Navy Enlisted Codes. This provided the Navy a means to identify those that served in areas outside their specialties and generated a pathway for faster and/or earlier promotion for those individuals.

  • Directed the disestablishment of the Interior Communications occupation and six occupation classification mergers. This brought proper alignment to the middle management path for engineering occupations strengthening their leadership capabilities three-fold.

  • Tracked the collection of Master-At-Arms skills to support development of the new Navy Expeditionary Command. This had direct impact on the creation of separate paths of skills training for Navy SEALS.